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Journal : Jurnal Computech

PENGARUH LEADER MEMBER EXCHANGE DAN MOTIVASI BERPRESTASI TERHADAP KOMITMEN AFEKTIF PADA PEGAWAI SEKTOR JASA PENDIDIKAN KOTA BANDUNG Aan Hardiyana; Vicky Achmad Zulfikar; Rd. Okky Satria; Kadir Kadir; R. Deni Purana
Jurnal Computech & Bisnis (e-Journal) Vol 15, No 2 (2021): Jurnal Computech & Bisnis
Publisher : STMIK Mardira Indonesia, Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (932.52 KB) | DOI: 10.55281/jcb.v15i2.252

Abstract

This study aims to determine the effect of Leader-Member Exchange (LMX) and achievement motivation on affective commitment to employees of the education service sector in Bandung. Previous research has shown that delegative leadership consisting of competency readiness, quality of time together, suitability of goals, level of job position, and quality of superior-subordinate relationship (LMX) has affected achievement motivation and continuous commitment. However, after more profound analysis of partial parameters, it turns out that only job position and LMX affect achievement motivation significantly, and only in terms of goal compatibility significantly affect continuance commitment. This situation demands to conduct further research on leadership. On the other hand, previous research shows that LMX does not significantly affect continuance commitment. Therefore, the affective commitment chose to investigate whether it will be significantly affected and improved by LMX simultaneously and partially with parameters. Therefore, achievement motivation was selected and appointed as the focus of research to find out and analyze its effect more deeply on the affective commitment that previous researchers had developed. As a result, there is a significant direct effect of LMX on the affective commitment by 17.2%. Furthermore, there is an indirect effect of LMX through achievement motivation on the affective commitment of 12.3%, so the total direct and indirect effect of LMX on affective commitment is 29.6%. Likewise, there is a significant direct effect of achievement motivation on the affective commitment by 23.8%, and there is an indirect effect of achievement motivation through LMX on the affective commitment of 12.3% so that the total direct and indirect effect of achievement motivation on affective commitment is equal to 36.1%. Then the total effect of LMX and achievement motivation on affective commitment is 65.7%. So, if LMX and achievement motivation are more effective on the job, it will increase affective commitment. Keywords : Leader-Member Exchange, Achievement Motivation, Affective Commitment.
PENGARUH MOTIVASI DAN DISIPLIN KERJA TERHADAP KINERJA KARYAWAN (STUDI PADA SALAH SATU PERUSAHAAN VENDOR ALAT TELEKOMUNIASI DI KOTA BANDUNG) Mochamad Saeful Taufik; Senen Machmud; Vicky Achmad Zulfikar; Dhea Perdana Coenraad
Jurnal Computech & Bisnis (e-Journal) Vol 16, No 1 (2022): Jurnal Computech & Bisnis
Publisher : STMIK Mardira Indonesia, Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (312.127 KB) | DOI: 10.56447/jcb.v16i1.255

Abstract

Motivation and work discipline are several factors that can affect employee performance; therefore, this study aims to examine motivation and work discipline on employee performance at one of the telecommunications equipment vendors in Bandung. Sources of data used in this study are primary data in the form of questions (questionnaires) which shows to employees of telecommunications equipment vendor companies in the city of Bandung. The respondents used in this study used a population of 65 people or respondents. Statistical methods used in this research are descriptive and verification methods. The results of this study indicate that all independent variables, namely, motivation and work discipline, positively influence the dependent variable, namely, employee performance. Motivation has a total effect of 36.96%, consisting of a direct influence of 21.97% and an indirect influence through work discipline of 14.99%. Work discipline has a total effect of 28.74%, which consists of a direct effect of 13.84%. An indirect effect through the motivation of 14.99%, testing the coefficient of determination analysis shows that motivation and work discipline simultaneously affect performance by 65.7%. In comparison, at 34.3%, the rest can influence by other variables not examined in the study. The implications of the study recommend that companies improve employee performance. To achieve better work results, management should further improve employee work results and pay attention to employee work needs. Keywords: Motivation, Work Discipline, Employee Performance.